Section I. Structure, Staffing and Funding of the Decentralized … · 2018. 7. 14. · • Tables...

CoC-IEE 23 February 2011

Vision on Structure and Functioning of FAO’s Decentralized Offices Network

Annexes

Section I. Structure, Staffing and Funding of the

Decentralized Offices Network

(Tables 1-2)



Annexes

2

Table 1 – Current Structure of Regional Offices,

Subregional Offices/MDTs and Country Offices Regional Offices (5)

Office name City Country

Regional Office for Africa Accra Ghana

Regional Office for Asia and the Pacific Bangkok Thailand

Regional Office for Europe and Central Asia Budapest Hungary

Regional Office for Latin America and the Caribbean Santiago Chile

Regional Office for the Near East Cairo Egypt

Subregional Offices and Multidisciplinary Teams (13)


Subregional Office for the Pacific Islands Apia Samoa

Subregional Office for Central Asia Ankara Turkey

Subregional Office for Central and Eastern Europe Budapest Hungary

Subregional Office for Central Africa Libreville Gabon

Subregional Office for Eastern Africa Addis Ababa Ethiopia

Subregional Office for Southern Africa Harare Zimbabwe

Subregional Office for West Africa Accra Ghana

Subregional Office for the Caribbean Bridgetown Barbados

Subregional Office for Central America Panama Panama

Multidisciplinary Team for South America Santiago Chile

Subregional Office for North Africa Tunis Tunisia

Multidisciplinary Team for Oriental Near East Cairo Egypt

Subregional Office for the GCC States and Yemen Abu Dhabi UAE

Liaison Offices (5)


Liaison Office with the European Union and Belgium Brussels Belgium

Liaison Office with the United Nations (Geneva) Geneva Switzerland

Liaison Office in Japan Yokohama Japan

Liaison Office with the United Nations New York USA

Liaison Office for North America Washington USA

FAO Representations (excluding FAORs hosted in Regional or Sub-Regional Offices) (74)

Afghanistan Gambia Nepal

Angola Guinea Nicaragua

Bangladesh Guinea-Bissau Niger



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Benin Guyana Nigeria

Bolivia (Plurinational State of) Haiti Pakistan

Brazil Honduras Peru

Burkina Faso India Philippines

Burundi Indonesia Rwanda

Cambodia Iran (Islamic Republic of) Senegal

Cameroon Iraq Sierra Leone

Cape Verde Jamaica Somalia

Central African Republic Kenya South Africa

Chad Lao People's Dem Rep Sri Lanka

China Lebanon Sudan

Colombia Lesotho Syrian Arab Republic

Congo Liberia Togo

Costa Rica Madagascar Trinidad and Tobago

Cuba Malawi Uganda

Côte d'Ivoire Mali United Republic of Tanzania

Dem Rep of the Congo Mauritania Uruguay

Djibouti Mexico Venezuela

Dominican Republic Morocco Viet Nam

Ecuador Mozambique Yemen

El Salvador Myanmar Zambia

Eritrea Namibia

Countries Covered by Multiple Accreditation with a National Professional Officer (NPO) or a National

Correspondent (NC) (36)

Antigua and Barbuda Georgia Republic of Moldova

Armenia Grenada Saint Kitts and Nevis

Azerbaijan Kiribati Saint Lucia

Bahamas Kyrgyzstan Saint Vincent & the Grenadines

Belize Maldives Sao Tome and Principe

Bhutan Marshall Islands Seychelles

Botswana Mauritius Solomon Islands

Comoros Micronesia (Federated States of) Suriname

Cook Islands Mongolia Swaziland

Dem People's Rep of Korea Nauru Tonga

Dominica Niue Tuvalu

Fiji Palau Vanuatu



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4

FAO Offices with Technical Officer/FAOR (8)

Algeria Guatemala Paraguay

Argentina Jordan Qatar

Equatorial Guinea Libyan Arab Jamahiriya

National Correspondents (without FAOR) (5)

Albania Papua New Guinea Tajikistan

Belarus Romania



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5

Table 2 - Staffing and Regular Programme Resources

2010-2011 Regular Programme Resources

Posts (C 2009/15, Annex X) Office

Biennial

RP Budget *

(USD million) Prof GS Total

Remarks

Africa

RAF (Regional Office) 15.0 24 39 63

SFC (Subregional Office) 5.2 10 3 13

SFE (Subregional Office) 6.1 11 6 17

SFS (Subregional Office) 7.0 12 9 21

SFW (Subregional Office) 5.8 9 5 14 Co-located with Reg. Office

RAF (FAOR Network) 49.7 117 230 347

Total Africa 88.8 183 292 475

Asia and the Pacific

RAP (Regional Office) 23.0 42 75 117

SAP (Subregional Office) 4.0 7 7 14

RAP (FAOR Network) 17.2 41 105 146

Total Asia & the Pacific 44.2 90 187 277

Europe and Central Asia

REU (Regional Office) 6.9 13 15 28

SEC (Subregional Office) 4.4 10 6 16

SEU (Subregional Office) 4.9 8 5 13 Co-located with Reg. Office

REU (FAOR Network) 2.4 8 12 20

Total Europe & Central

Asia 18.6 39 38 77

Latin America and the Caribbean

RLC (Regional Office) 13.9 22 48 70

SLC (Subregional Office) 4.9 9 9 18

SLM (Subregional Office) 4.3 10 5 15

SLS (MDT) 4.9 10 2 12 Co-located with Reg. Office

RLC (FAOR Network) 21.1 49 84 133

Total Latin America &

Caribbean 49.1 100 148 248



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Near East

RNE (Regional Office) 12.5 19 29 48

SNE (Subregional Office) 6.3 11 12 23

SNG (Subregional Office) (4.0*) (9) (4) (13) * Under Trust Fund modality

SNO (MDT) 4.0 7 5 12 Co-located with Reg. Office

RNE (FAOR Network) 8.4 20 49 69

Total Near East 31.2 57 95 152 Excluding SNG

Liaison Offices

LOW 4.5 4 11 15

LON 3.6 4 5 9

LOG 3.3 5 4 9

LOB 0.9 3 1 4

LOJ 1.4 2 1 3

Total Liaison Offices 13.7 18 22 40

* Includes cost increases and is after distribution of unidentified further efficiency gains and one-time savings.



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Section II: Delivery time series of Field Programme Activities by

type and source of funding

• Tables 3-7 provide an overview of the funding source and regional distribution of the

field programme total delivery of FAO for the period 2004 to 2010 (preliminary

figures), Technical Cooperation includes core voluntary contributions.

• The Field Programme has increased by 142% in the last six years, with the majority of

the delivery being funded by voluntary contributions (+190%).

• Africa and Asia Pacific regions see a sharp increase in delivery funded from

voluntary contributions for technical assistance in 2009 and 2010. With regards to

Emergencies funded from voluntary contributions, Africa and Latin America and the

Caribbean see a sharp increase since 2007, while Asia Pacific from 2008.



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Table 3 - Field Programme Delivery by type and source of funding - in USD millions

2004 2005 2006 2007 2008 2009 2010

(preliminary)

Total Field Programme 368.3 418 450.6 505.1 601.9 715.2 891.3

I. Technical Cooperation 238.7 247.6 250.1 254.9 259.8 364.6 499.4

a) Voluntary Contributions 181.9 202.2 221.1 227.7 227.2 322.1 471.1

b) Assessed Contributions

(TCP & SPFS) 56.8 45.4 28.9 27.2 32.5 42.5 28.3

II. Emergencies 129.6 170.4 200.6 250.2 342.1 350.6 391.9

a) Voluntary Contributions 112.3 160.7 195.3 245.5 321.3 326.9 384.6

b) Assessed Contributions

(TCP & SPFS) 17.3 9.7 5.3 4.7 20.8 23.8 7.2

Source: Oracle DWH and FPMIS - 2010 as at December.



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Table 4 - Technical Cooperation (Voluntary Contributions) - in USD millions

2004 2005 2006 2007 2008 2009 2010

(preliminary)

Total Voluntary Contributions 181.9 202.2 221.1 227.7 227.2 322.1 471.1

I. National Projects 99.9 117.9 113.3 108.1 109.5 185 311.3

Africa 35.4 36.3 33 35.8 40 86.6 112.9

Near East 14 16.5 16.3 14.8 13.5 16.1 19.9

Asia & the Pacific 21.3 32.1 30.9 29.6 26.7 48.5 114.1

Europe & Central Asia 4 4.6 2.6 2.2 1.6 1.7 3.4

Latin America & the

Caribbean 25.3 28.4 30.4 25.6 27.7 32.1 60.9

II. Regional Projects 22.4 20.7 22.3 26 29.1 30.6 42.6

Africa 6.8 6.9 7 9.3 12.9 13.3 13.9

Near East 1.5 1.1 0.7 0.9 2.1 1.7 2

Asia & the Pacific 7.1 6 6.5 7.7 8.3 7.3 11.6

Europe 2 2.1 2.1 2.4 2.1 1.7 3.4

Latin America & the

Caribbean 5.1 4.6 6 5.6 3.7 6.7 11.7

III. Interregional Projects 59.5 63.6 85.5 93.6 88.7 106.5 117.2




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Table 5 - Technical Cooperation (Assessed Contributions) - in USD millions

2004 2005 2006 2007 2008 2009 2010

(preliminary)

Total Assessed Contributions 56.8 45.4 28.9 27.2 32.5 42.5 28.3

I. National Projects 49.6 39.6 24.8 24.3 28.4 36.4 23.3

Africa 24.6 16.6 9.6 9.8 10.5 13 10

Near East 4.6 3.8 1.3 1.3 2.4 4.1 1.3

Asia & the Pacific 9.5 8.3 5.5 5.1 7.5 9 5.2

Europe & Central Asia 4.5 4.1 2.8 2.5 2.1 3.6 2.4

Latin America & the

Caribbean 6.4 6.8 5.6 5.6 5.9 6.7 4.4

II. Regional Projects 6.4 5.1 3.5 2.6 3.8 5.6 4.3

Africa 2 1.7 0.8 0.7 1.6 1.8 1

Near East 0.7 0.4 0.2 0 0.2 0.3 0.1

Asia & the Pacific 1.1 0.7 0.9 0.9 0.8 1.3 1.8

Europe 0.3 0.3 0.2 0.2 0.2 1 0.3

Latin America & the

Caribbean 2.3 2 1.4 0.8 1 1.2 1.1


Source: Oracle DWH and FPMIS - 2010 as at December



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Table 6 -. Emergency Activities (Voluntary Contributions) - in USD millions

2004 2005 2006 2007 2008 2009 2010

(preliminary)

Total Voluntary Contributions 112.3 160.7 195.3 245.5 321.3 326.9 384.6

I. National Projects 70.1 135.9 147.6 191.8 266.9 274.9 335.3

Africa 38.0 67.4 78.1 120.7 147.6 163.6 180.2

Near East 17.3 31.9 21.5 20.4 31.5 25.5 25.0

Asia & the Pacific 12.4 30.3 43.3 42.0 61.9 53.9 100.1


Latin America & the

Caribbean 0.6 3.8 2.6 4.9 15.4 19.3 24.1

II. Regional Projects 40.8 19.5 31.6 35.5 37.3 38.8 31.5

Africa 39.7 17.4 21.0 19.4 20.4 23.3 16.8

Near East 0.0 0.0 0.0 0.4 1.2 2.3 0.6

Asia & the Pacific 1.2 2.1 10.6 15.8 15.6 13.0 13.1

Europe 0.0 0.0 0.0 0.0 0.0 0.1 0.5

Latin America & the

Caribbean 0.0 0.0 0.0 0.0 0.0 0.1 0.5





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Table 7 - Emergency Activities (Assessed Contributions) - in USD millions

2004 2005 2006 2007 2008 2009 2010

(preliminary)

Total Assessed Contributions 17.3 9.7 5.3 4.7 20.8 23.8 7.2

National Projects 13.4 7.7 3.1 2.5 19.8 20.9 4.8

Africa 5.8 1.9 1.0 0.9 9.8 9.4 2.9

Near East 1.7 0.5 0.2 0.0 1.0 0.7 -0.0

Asia & the Pacific 3.1 3.3 0.8 1.0 3.5 7.2 1.3


Latin America & the

Caribbean 2.0 1.8 0.7 0.3 3.9 2.2 0.4

Regional Projects 1.7 1.3 2.1 2.2 1.0 2.9 2.2

Africa 0.3 0.1 0.7 0.2 0.7 1.2 0.4

Near East 0.0 0.0 0.4 0.2 0.0 0.0 0.0

Asia & the Pacific 1.1 0.8 0.2 0.1 0.0 1.0 0.5

Europe 0.0 0.0 0.2 0.1 0.0 0.0 0.0

Latin America & the

Caribbean 0.3 0.3 0.5 1.5 0.3 0.6 1.3

Interregional Projects 2.1 0.7 0.1 0.0 0.0 0.0 0.2




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Section III: Delivery time series of Field Programme Activities

Operated by Decentralized Office – Voluntary Contributions

• Tables 8 and 9 provides an overview of total Field Programme delivery as operated by

Decentralized offices by type of activities and projects funded by voluntary

contributions. These tables show increased delivery of FAO products and services at

national level by decentralized offices, measured through projects delivery.



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Table 8 - Technical Cooperation (Voluntary Contributions) operated by

Decentralized Offices - in USD millions

2004 2005 2006 2007 2008 2009 2010

(preliminary)

Country Offices 31.3 34.4 30.7 32 36.1 47.8 48

Regional Offices 3.6 5.6 7 5.6 2.1 1.8 2.5

Subregional Offices 0 0.1 0.2 2.8 7.7 6.2 5.3

Africa 34.9 40.1 37.9 40.4 45.9 55.8 55.8

Country Offices 20 30 29.8 28.6 25.7 34 48.4

Regional Offices 7.4 7.2 7 7.5 5.3 5.1 10.1

Subregional Offices 0 0 0 0.5 2.1 0.2 0

Asia 27.4 37.2 36.8 36.6 33.1 39.3 58.5

Country Offices 0 0 0 0 0 0.1 0.5

Regional Offices 4.5 5.2 3.6 2.7 0.7 0.5 0.5

Subregional Offices 0 0 0 0.3 2.1 1.9 4.6

Europe 4.5 5.2 3.6 3 2.8 2.5 5.6

Country Offices 24.1 27.9 30 24.7 27.2 29.8 38.7

Regional Offices 4.2 2.5 3.5 3.3 2.7 4.1 7.7

Subregional Offices 0.1 1.3 1.4 1.3 0.7 2.7 4.2

Latin America 28.4 31.7 34.9 29.3 30.6 36.6 50.6

Country Offices 6.8 7.2 4.6 4.5 1.8 2.9 5.2

Regional Offices 7.4 9.8 12.2 11.2 13.2 13.4 15

Subregional Offices 0 0 0 0 0 0.1 0

Near East 14.2 17 16.8 15.7 15 16.4 20.2

DO without Interregional

projects 109.4 131.2 130 125 127.4 150.6 190.7

Country Offices 1.3 1.1 1 0.7 0.3 0.2 0.4

Regional Offices 2 1.2 1.5 1.6 1.8 1.6 2

Subregional Offices 0 0 0.1 0.1 0.3 0.7 0.7

Interregional 3.3 2.3 2.6 2.4 2.4 2.5 3.1

DO with Interregional

projects 112.7 133.5 132.6 127.4 129.8 153.1 193.8




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Table 9 - Emergency Activities operated by Decentralized Offices

(Voluntary Contributions) - in USD millions

2004 2005 2006 2007 2008 2009 2010

(preliminary)

Voluntary Contributions

Country Offices in Africa 0 0 0.1 0.3 0.4 0.2 0.3

Africa 0 0 0.1 0.3 0.4 0.2 0.3

Country Offices in Asia 0 0 0.1 0.5 0.2 0 0.2

Asia 0 0 0.1 0.5 0.2 0 0.2

Regional Office 0 0 0 0 0 0 0.1

Subregional Offices in Europe 0 0 0 0 0 0.2 0

Europe 0 0 0 0 0 0.2 0.1

Country Offices in Latin

America 0 0.1 0.2 0.7 1.4 0.6 0.2

Latin America 0 0.1 0.2 0.7 1.4 0.6 0.2

Subregional Offices in Near

East 0 0 0 0 0 0 0

Near East 0 0 0 0 0 0 0

Total Voluntary

Contributions 0 0.1 0.4 1.5 2 1 0.8

Source: Oracle DWH and FPMIS - 2010 as at December

Notes:

• Tables 8 and 9 refer only to Donor-Funded assistance executed by FAO.

• Liaison Offices do not operate Donor-Funded Technical Cooperation assistance projects.

• The data for 2010 is as of end December (preliminary closure).

• Figures for Subregional Offices start in 2005 as they have primarily been created between 2005 and

2010.



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Attachment 1 - Extracts from the Reports of the Five Regional Conferences Related to Decentralization

Regional Conference for

Latin America and the

Caribbean


Africa Regional Conference for

Europe Regional Conference for Asia

and the Pacific Regional Conference for the

Near East

1. Overall Assessment of Decentralization

� Agreed with the IPA actions

related to decentralization. � Endorsed the vision, as well

as the proposals on structure

and functioning, contained in

the addendum to document

ARC/10/2.

� Expressed its full support for

the implementation of the

IPA to enhance the

efficiency of the

Decentralized Offices

network.

� Welcomed progress made in

the implementation of IPA,

particularly those having an

impact on decentralization. � In the context of the

Regional Priority

Framework (2010-2019),

while welcoming the initial

steps agreed to under the

decentralization process in

FAO, the Conference

recognized that more

remains to be done with

respect to the commensurate

delegation of authority and

allocation of resources and

urged FAO to advance the

process accordingly.

� Endorsed the overall

vision for decentralization

as well as the proposals on

structure and functioning

of the Decentralized

Offices network as

contained in document

NERC/10/2 Add.1.

� Urged FAO for efforts to

further strengthen the

Decentralized Offices

network.

2. Country Coverage

� Drew attention to the

possible consequences of

indiscriminate application of

the eight streamlining

criteria set out in Action

� Expressed the view that the

criteria on country coverage

provided in the IPA were

theoretically good but not

practical, particularly in the

� Requested the secretariat to

provide further background

documentation on

decentralization, including a

detailed inventory of the

� The delegation from Timor-

Leste requested the

establishment of a full-

fledged FAO country office

in its capital.

-



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Caribbean





Near East

3.84. In this regard, it

recalled that a theoretical

exercise involving the

possible application of five

of these eight criteria had

produced the alarming result

that 94 percent of FAO

country offices be

eliminated. � Emphasized the importance

of maintaining FAO’s

presence in all the countries

of the region and of

reinforcing the professional

teams and technical

capacities of the Regional

Office and the Subregional

Offices. � Stressed that the criteria of

cost reduction and

administrative efficiency, as

narrowly interpreted, were

clearly insufficient to guide

decisions on the

decentralization process. � Stressed that decisions on

the decentralization process

also needed to take into

account the contributions of

case of Africa. � The measures introduced by

management were an

effective way to address the

structural deficit in the

FAOR network budget. � Recommended that the

special needs of Africa be

kept in mind and that a

strong network of country

offices, which was essential

to meet these needs, be

provided. � Multiple accreditation for

country offices would not be

suitable for African

countries which had urgent

and pressing needs for help

and support. � FAO should maintain and

possibly increase the number

of country offices in the

Region. � Decentralized Offices should

be strengthened through both

financial and technical

resources and there should

be better training for staff in

present structure, staffing

and funding of the

Decentralized Offices and to

give serious consideration to

fully fledged presence in

some of the countries in the

region, especially in the

Central Asia subregion,

while reinforcing its country

presence in some others

through the nomination of

Assistant FAO

Representatives.



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Caribbean





Near East

Governments for the

functioning of national,

subregional and regional

offices. � Stated that before taking

decisions on the

decentralization process

based exclusively on the

criteria of cost reduction and

savings, the actual

performance of the

decentralized offices needed

to be assessed, for which the

requirements deriving from

their new role needed to be

satisfied. � Urged that the streamlining

process consider all elements

relevant to the

Organization’s objectives,

beyond mere consideration

of reduced cost. Considered

it vital that there be better

formulation and clarification

of the flexibility approach to

determining the size and

composition of the

decentralized offices and

spoke out in defense of

these offices. � The criteria for selection and

appointment to FAOR

positions should be revised

periodically based on the

evolving needs of the

countries. � In order to avoid FAO

Representative positions

being vacant for prolonged

periods, there should be a

time limit for Member

countries to provide

feedback on proposed

appointments made by the

Director-General.



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Caribbean





Near East

FAO’s presence in countries,

whenever necessary and

requested by the

Government in question. � Considered relevant a more

in-depth appraisal of the

option of sharing offices

with other programmes and

agencies, stressing that this

option should not affect the

Organization’s mandate nor

the programmes approved by

its Governing Bodies.

3. Structure and Functioning of the Decentralized Offices Network

� The Regional Conference

understands that the

Subregional Office for

Central America will include

Mexico and will become the

Subregional Office for

Mesoamerica; and that Cuba

and Dominican Republic

will participate in the

meetings of this Subregion

when they consider

appropriate. The Regional

Conference also understands

that the Regional Office in

-

� Suggested to give due

consideration to merging the

two offices (REU and SEU)

in Budapest to enhance

efficiency and savings.

� Noted the broad outline of

the future vision on

decentralization and

requested FAO to take into

account, in further

elaborating the vision,

additional measures to

further increase efficiency

and productivity: i) further

strengthening of the

technical capacity of the

decentralized offices and, in

particular, to ensure

provision of adequate

� Called for strengthening

of the Regional Office to

enable it to better respond

to Member Countries’

needs.



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Caribbean





Near East

Santiago, Chile, will only

have one multidisciplinary

team which will incorporate

the multidisciplinary team

for South America. The

functions of the Deputy

Regional Representative will

be revised – the only

additional responsibility will

be that of the FAO

Representative in Chile.

technical support to country

offices; ii) enhancing the

capacity of the decentralized

offices to provide timely

response to emergencies and

disasters and address

investment issues; iii)

implementing staff mobility

and rotation policies; and

iv) developing a

decentralized offices

network with effective

linkages within the

Organization, as well as with

the concerned governments,

other UN system

organizations and

development partners. � Stressed the importance of

maintaining effective

linkages between

decentralized offices and

headquarters staff.



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Attachment 2 - Roles, Mandates and Functions of Regional, Subregional and Country Offices

The responsibilities of DOs, exercised in the overall context of the Organization’s Strategic

Objectives, Medium-term Plan (MTP) and Programme of Work and Budget (PWB), are summarized

below.

Regional Offices

The Regional Offices (ROs), working under the overall guidance of the Assistant Director-

General/Regional Representative (ADG/RR), are responsible for planning, implementation,

monitoring and reporting of FAO’s response to the regional priorities of FAO’s membership. They

mobilize the resources of FAO, as well as its partners and members, in support of actions arising from

regional priorities and the development of capacities in the region. They contribute regional

perspectives and lessons learned from regional experience to corporate decision making; and, in close

collaboration with concerned HQ Departments and Divisions, provide guidance on, and ensure

adherence to, corporate policies and standards in their region. The RO and the regional projects

provide support in technical areas, within the broad context of strengthening national, subregional and

regional partners for achieving the MDGs.

The ADG/RR is the direct supervisor of staff in the RO, of the Subregional Coordinators

(SRCs) and the FAO Representatives. He/she chairs the Regional Management Team, composed of

Regional Technical Officers (RTOs), SRCs and senior regional project staff in addressing common

managerial and programmatic issues. The ADG/RRs lead the regional programming and budget

process in accordance with OSP guidelines, as well as the organization of the Regional Conference

with support from OSD.

Subregional Offices/Multidisciplinary Teams

The Subregional Offices/Multidisciplinary Teams (SROs/MDTs), working under the guidance

of the ADG/RRs, are responsible for planning, implementation, monitoring and reporting of FAO’s

response to the subregional priorities of FAO’s membership and providing technical support to FAO

Representatives. They mobilize the knowledge and other resources of FAO and its partners in support

of subregional priorities and the development of capacities in the subregion. With guidance of the

ROs, they provide, subregional perspectives and lessons learned e in discussions on corporate policies

and standards, as well as on other regional or corporate issues. The SRO/MDT is the first port of call

for technical assistance to the FAO Representations. In cases where the required expertise is not

available within the SRO/MDT, they facilitate provision of expertise through the ROs or HQ.

The SRCs are the direct supervisor of all staff in the SROs (except CIO officers). They guide

their staff on – and ensure adherence to – corporate policies and standard in their subregions. They

chair the Subregional Management Team comprising the technical staff in the SROs, and the FAO

Representatives and senior project staff in the subregion, in addressing common managerial and

programmatic issues and in the formulation of subregional priorities. They lead the development of

subregional areas of priority action and provide input on subregional priorities to the Regional

Strategy Team, in accordance with applicable procedures. The SRO and the subregional projects of



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which SRCs are budget holders provide technical, policy and other capacity development support

mostly at the country (through the FAO Representative) and subregional level but may also support

FAO’s work at the global and regional levels. The SRO and the subregional projects provide support

in technical areas, within the broad context of strengthening national, subregional and regional

partners for achieving FAO’s Strategic Objectives.

Country Offices

Country Offices (COs), working under the overall guidance of the ADG/RRs, and with

technical input and assistance from SROs, ROs and HQ, are responsible for planning,

implementation, monitoring and reporting FAO’s response to the priorities of FAO’s country

Members. The COs mobilize the resources of FAO and its partners in support of actions arising from

national priorities and for the development of national capacities. They lead FAO’s engagement in

long-term, nationally led processes that aim at enhancing technical and other capacities such as policy,

implementation, knowledge management and partnering, addressing the enabling environment,

organizations and individuals as necessary. They lead the implementation of FAO programmes in and

for the country. They represent, advocate for, and communicate on behalf of FAO with the host

government, the UN system in the country, national, bilateral and international organizations and

development partners present in the country, the national media and other stakeholders. They provide

national perspectives in discussions on subregional, regional or global issues and guidance on – and

ensure adherence to – corporate policies and standards by FAO staff in their countries of accreditation.

The FAO Representative is responsible for shaping the enabling environment for the FAO

Representation and for the direct supervisor of all staff in the CO. They lead the development of a

Country Programming Framework (CPF) to align FAO’s development and disaster risk management

activities with the needs and priorities of the host country and they mobilize resources for FAO’s work

in and for the country in accordance with applicable guidance from TCS. They plan and report on their

work plans in accordance with OSP guidelines. The FAO Representative, in consultation with the

concerned lead technical officer, also supervises the staff of the development projects of which they

are budget holder. They mobilize technical backstopping for projects, on a first port-of-call basis, from

the SMT/MDT or, if the required expertise is not available there, from the ROs or HQs. They provide

country priorities to the various Programming Processes in accordance with applicable OSP

procedures.

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